“In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say… — Clayton M. Christensen Copy Share Image
The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people… — Clayton M. Christensen Copy Share Image
By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for… — Clayton M. Christensen Copy Share Image
“the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for “an… — Clayton M. Christensen Copy Share Image
In our personal lives, we have a lot of businesses going on. I have a profession, I'm a father, a spouse, a… — Clayton M. Christensen Copy Share Image
“One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that… — Clayton M. Christensen Copy Share Image
When a company identifies how to integrate the processes needed to give the consumer a sense of job completion, it can blow… — Clayton M. Christensen Copy Share Image
“To succeed predictably, disruptors must be good theorists. As they shape their growth business to be disruptive, they must align every critical… — Clayton M. Christensen Copy Share Image
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only… — Clayton M. Christensen Copy Share Image
“Creating the right experiences and then integrating around them to solve a job, is critical for competitive advantage. That’s because while it… — Clayton M. Christensen Copy Share Image
I helped start a ceramics company called CPS Technologies. We took it public in 1987 at $12 a share. Three months later,… — Clayton M. Christensen Copy Share Image
“Research suggests that in over 90 percent of all successful new businesses, historically, the strategy that the founders had deliberately decided to… — Clayton M. Christensen Copy Share Image
“But if anyone believes that he is working harder but is being paid less than another person, it would be like transplanting… — Clayton M. Christensen Copy Share Image
A disruptive innovation is a technologically simple innovation in the form of a product, service, or business model that takes root in… — Clayton M. Christensen Copy Share Image
“On one side of the equation, there are the elements of work that, if not done right, will cause us to be… — Clayton M. Christensen Copy Share Image
No idea for a new growth business ever comes fully shaped. When it emerges, it's half-baked, and it then goes through a… — Clayton M. Christensen Copy Share Image
“The larger and more complex a company becomes, the more important it is for senior managers to train employees at every level,… — Clayton M. Christensen Copy Share Image
Smart companies fail because they do everything right. They cater to high-profit-margin customers and ignore the low end of the market, where… — Clayton M. Christensen Copy Share Image
“the deliberate strategy process often becomes a subsequent impediment to a company’s efforts to launch new waves of successful disruptive growth. This… — Clayton M. Christensen Copy Share Image
The breakthrough innovations come when the tension is greatest and the resources are most limited. That's when people are actually a lot… — Clayton M. Christensen Copy Share Image
“The functional, emotional, and social dimensions of the jobs that customers need to get done constitute the circumstances in which they buy.… — Clayton M. Christensen Copy Share Image
“Identifying disruptive footholds means connecting with specific jobs that people—your future customers—are trying to get done in their lives.” — Clayton M. Christensen Copy Share Image
“In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will… — Clayton M. Christensen Copy Share Image
The concept of disruption is about competitive response; it is not a theory of growth. It's adjacent to growth. But it's not about growth. — Clayton M. Christensen Copy Share Image
“disruptive technology should be framed as a marketing challenge, not a technological one.” — Clayton M. Christensen Copy Share Image
The only way all people can have the opportunity to choose or reject the gospel of Jesus Christ is for us, without judgment, to… — Clayton M. Christensen Copy Share Image
The dumb-manager theory of business problems just didn't hold water for me. There had to be a deeper reason why smart people would make… — Clayton M. Christensen Copy Share Image
By doing what they must do to keep their margins strong and their stock price healthy, every company paves the way for its own… — Clayton M. Christensen Copy Share Image
Every city and town in America would be bankrupt if they kept their books the way private-sector companies keep their books - because of… — Clayton M. Christensen Copy Share Image
“the breakthrough researcher first discovers the fundamental causal mechanism behind the phenomena of success. This allows those who are looking for “an answer” to… — Clayton M. Christensen Copy Share Image
“In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids… — Clayton M. Christensen Copy Share Image
In our personal lives, we have a lot of businesses going on. I have a profession, I'm a father, a spouse, a good member… — Clayton M. Christensen Copy Share Image
For 300 years, higher education was not disruptable because there was no technological core. — Clayton M. Christensen Copy Share Image
